Performance and Resources Report Q3 2018 to 2019

Food Standards Agency Business Committee 13 March 2019 FSA 19-03-16 Final Version | CONTENTS | | |------------------------------------------------------------------------|---| | Foreword | 3 | | Executive Summary | 4 | | FSA Awareness and Reputation – Public Attitudes | 5 | | Food Hygiene Rating System | 6 | | Meat Food Business Operator Compliance | 7 | | Forward Look | 8 | | Delivering our Corporate Priorities | 9-12| | Making the FSA a Great Place to Work – Staff Attrition & Recruitment | 13| | Making the FSA a Great Place to Work – Sickness | 14| | Making the FSA a Great Place to Work – 2018 Civil Service People Survey| 15-17| | Making the FSA a Great Place to Work – Diversity & Inclusion | 18-19| | Finance – Spend against HM Treasury Limits | 20| | Finance – Key Areas of Spend | 21| | Finance – Investment in the 2015-2020 Strategic Plan | 22| | Appendix | 23-25| The FSA’s Performance in the 3rd Quarter against of 2018/19 saw good progress being made against the 3 strategic priorities set by the Board. On EU Exit, the FSA’s 1st strategic priority, we continue to make good progress on delivery of our EU Exit plans which are designed to ensure food and feed safety is not compromised when the UK exits the EU under any terms of exit. We have almost completed recruitment of our enhanced workforce to increase our capacity and expertise across risk assessment, risk management, import controls, incident handling, surveillance and food crime; have secured additional office accommodation in Birmingham; and laid the necessary statutory instruments to ensure we have a functioning body of food law in the event of a no-deal scenario. The majority of our preparations are now in place in terms of day 1 readiness for a no-deal scenario. Where some risks to delivery remain, related to where the FSA is dependent on other departments, we have developed contingency plans that will be implemented in the event that any critical part of a plan does not deliver on time. The FSA continues to work closely with other government departments and the Devolved Administrations in progressing its EU Exit delivery plans.

The FSA’s 2nd strategic priority, Regulating Our Future (ROF) programme is progressing. The “Register a Food Business” (RaFB) service is live with 10 LA’s as of end January. Work continues to establish a robust service management regime and drive adoption. Alternate routes to digital registration are being developed to accommodate the diversity of LA circumstances and ensure as wide and rapid adoption as possible. The phased development of the Unified View (UV) which will create the ability to list all Food and Feed Establishments known to the FSA and what we know about them, is on track to deliver Minimal Viable Product. In parallel, the team has begun the phased go live of Primary Authority national inspection strategies for food.

On the FSA’s 3rd Strategic priority of doing the day job exceptionally the Civil Service People Survey (Slides 15-17) shows our engagement score rose to 64%, 4% points greater than 2017, and up 23 places in the engagement rankings compared with last year. The FSA is 2% points above the Civil Service Benchmark and 2% points away from Civil Service High Performers (slide 14). Looking at our key engagement drivers from 2017 the results show that all areas have increased. All 9 themes in the survey have increased with 8 of them the highest they have ever been. Pay and Benefits is only 1% away from its highest level (slide 15). Three questions in the core survey saw a slight decrease and we will work on improving these and continue the excellent improvement which has been made this year.

Diversity and Inclusion information is included for the first time (slides 18-19). We are committed to a workforce representative of the society we serve and providing equality of opportunity. We monitor representation of protected characteristics across the department and this data is vital in measuring progress on equality. Our three overarching goals are to champion inclusivity across our leadership and management community, attract and retain a diverse workforce and develop and support staff networks, of which 4 have been established by December 2018. We also aim to increase Civil Service People Survey scores for engagement and inclusion and fair treatment to that of high performers and close the gap between FSA scores and scores for under-represented groups in these areas.

The FSA is successfully managing its resources to well within all key HM treasury limits, with no overspends. Investment in, and delivery of, both EU Exit and ROF remains on track. The FSA continues to drive efficiency and to improve value for money. EXECUTIVE SUMMARY OUR PERFORMANCE IN Q3 2018/19

98.7% meat FBOs rated Satisfactory or above for compliance

69.6% of total food businesses achieved an FHRS rating of 5 (‘very good’)

64% 4% Engagement Increase from 2017

All 2017 Engagement Drivers in 2018 have increased

14th Out of 80 other government agencies for FSA’s public reputation

Public Reputation is 75.9% this is above our ambition of 72%

-17.5% FSA gender median pay gap -17.5% compared with Civil Service gender median pay gap of 12.2%

75.9% this is above our ambition of 72% FSA AWARENESS AND REPUTATION – PUBLIC ATTITUDES

UK Public Reputation %

Out of those Aware of the FSA % that trust us to do our job

FSA Trust in messaging - Out of those aware of the FSA % that trust the FSA to tell the truth in the information they provide

14th out of 80 government agencies for FSA’s public reputation. The number of organisations has increased from 67 to 80.

75.9% Public Reputation still meeting our ambition of scoring over 72%.

Out of those Aware of the FSA, “Distrust of the FSA to do its job” has remained the same (4%). Whilst “Trust” has dropped slightly to 67%. % of food businesses within the scope of FHRS achieving FHRS rating of ‘5 – very good’ (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS with a rating of 5 as at December 31st 2018 by country

Northern Ireland: 77.4% Wales: 67.5% England: 69.5%

% of food businesses within the scope of FHRS with a rating of 2 or lower as at December 31st 2018 by country

Northern Ireland: 1.2% Wales: 4.3% England: 5.2%

+0.4% points ratings of 5 at 69.6% since Q2

-0.1% point ratings of 2 or lower at 5% since Q2 Number of Meat FBOs rated ‘good’ (England, Wales and Northern Ireland consolidated)

- 53.13% of FBOs rated satisfactory or above for compliance
- 98.7% of FBOs rated improvement necessary or below for compliance

Number of Meat FBOs rated ‘improvement necessary’ or ‘urgent improvement necessary’ (England, Wales and Northern Ireland consolidated)

- 1.09% of FBOs rated improvement necessary or below for compliance
- 0.21% of FBOs rated urgent improvement necessary or below for compliance

Progress towards ambition for year one 25% reduction in improvement and urgent improvement necessary FBO’s

- Ambition: 25% reduction from June 2018 to June 2019

3 FBOs reduction in businesses requiring improvement or urgent improvement necessary compared to end of Q2

0.3% point increase in FBOs rated satisfactory or above since Q2 Modern, Accountable Excellent Regulator

FORWARD LOOK TO 2020 (MILESTONES)

2018

- EU EXIT

  - Delivery plans approved
  - HMT - Funding secured
  - Legislate using the powers of the European Union (Withdrawal) Bill
  - Commence planning for ‘Enduring Regime’ post exit.

- REGULATING OUR FUTURE

  - Field trials for registration
  - Formal consultation for segmentation
  - Define future roles of FSA, Local Authorities and private assurance

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

2019

- EU EXIT

  - Delivery plans approved
  - HMT - Funding secured
  - Legislate using the powers of the European Union (Withdrawal) Bill
  - Commence planning for ‘Enduring Regime’ post exit.

- REGULATING OUR FUTURE

  - Field trials for registration
  - Formal consultation for segmentation
  - Define future roles of FSA, Local Authorities and private assurance

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

2020

- EU EXIT

  - Delivery plans approved
  - HMT - Funding secured
  - Legislate using the powers of the European Union (Withdrawal) Bill
  - Commence planning for ‘Enduring Regime’ post exit.

- REGULATING OUR FUTURE

  - Field trials for registration
  - Formal consultation for segmentation
  - Define future roles of FSA, Local Authorities and private assurance

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

- MODERNISING REGULATION

  - New regulatory model launches

- FOOD WE CAN TRUST

  - A robust evidence base in our work applied and openly communicated to protect consumers’ interests

- KNOWLEDGE gathering and SURVEILLANCE

  - New surveillance system embedded
  - External surv. intelligence sharing network that promotes collaboration
  - Pursue food-borne allergens as ‘flagship’ public health/safety challenge
  - A coherent, cross-FSA framework sampling strategy

- Regulation and its modernisation REGULATING OUR FUTURE

  - Drive adoption of Registering a Food Business across all LAs
  - Further develop and refine capability to support FBO Segmentation
  - Trial Primary Authority NIS and Assurance Standards
  - Design a new Food Standards delivery model
  - Develop a single, coherent, Operations Transformation Delivery Plan

- Building our ENGAGEMENT capability

  - Build and maintain our external and international affairs
  - Grow influence & impact with our science
  - Improved & expanded capabilities in issuing food notification
  - Engage on a bilateral / multilateral basis on key FSA policy issues

- Increasing our DATA & DIGITAL capability

  - Deliver Data projects to better understand and utilise our information
  - Deliver Digital services to meet the FSA business needs

- Our PEOPLE are supported

  - Delivering business-critical skills as part of our Strategic Capabilities Plan
  - Our Fit for Change model is embedded and leadership strategies developed
  - New Pay & Reward Strategy, Embed ASPIRE values and Diversity & Inclusion strategy

- Food we can trust operating outside the EU

- An effective and resilient organisation, with highly skilled leaders enabling the FSA to be recognised as an excellent, accountable modern regulator

## DELIVERING OUR CORPORATE PRIORITIES

### EU Exit – Preparing for all Scenarios

| Imports | Apr – Jun 18 | Jul – Sep 18 | Oct – Dec 18 | Jan – Mar 19 | |---------|--------------|--------------|--------------|--------------| | Changes to business processes for import controls identified | Pre-Notification (EU High Risk products) principles agreed Cross-Government | Recruitment for additional FSA capacity started | Resource available to enable ports / FSA to deliver new processes | Start date for Pre-Notification confirmed by DEFRA. | Industry / Officials understand changes required from Day 1 & beyond. | Additional FSA imports capacity in place | Systems and process for MVP in place | Law is ready to underpin import control regime | | Incidents | Solution build for handling food alerts started | Recruitment for additional capacity started | Stakeholder strategy implemented | Start date for Pre-Notification confirmed by DEFRA. | Solution in place for handling food alerts | Additional FSA incidents capacity in place | Roles and responsibilities clear for incident handling | Law is ready to enable incident response / action | | Legal Consequences | Inoperabilities identified | Fixing SI’s Drafted (extends through to Sep) | Consultations started | Parliamentary process started | Consultations complete | Parliamentary process complete | Law is ready to underpin regulatory regime from Day 1 | | Risk Assessment | Day 1 Lab capacity in place | Recruitment for additional FSA capacity started | Additional FSA RA capacity in place | Scientific committees expanded | Risk Communication methods agreed | Risk Assessment Principles in place | Law is ready to underpin RA responsibilities | | Risk Management | Cross Government agreement to RM proposals | Ministerial response to RM proposals | Shadow Regulatory Forum established | Governance for decision making developed | Process for decision making agreed | Resources in place to undertake new responsibilities | FSA Board Agreement to Governance & Process | Food Safety RM Forum Operational (in shadow form) | Law is ready to underpin RM responsibilities | | Surveillance | Specific case studies agreed | Methods & process in place | | | | | Case studies completed | Successful outputs operationalised | | Enhanced Registration | Discovery complete | Alpha complete | Private Beta Phase | Initial Delivery Agents understand requirements | | | Case Management System live | Enhanced Registration System in use (MVP) | | NFCU | HMT approved business case | FSA Board Approval | NFCU Recruitment Launched | Senior Management recruited | Middle Management recruited | | Staff Trained | Case Management System live | Law ready to allow full range of activity | | Exports | New Health Mark agreed by FSA | Informal consultation with industry | Plan in place for listing premises with EC. | Consultation on health marks complete | | | Industry / Officials understand requirements | Replacement meat stamps issued | DELIVERING OUR CORPORATE PRIORITIES

Q3 2018/19 (Oct - Dec)

Policy Development

- Framework for system standards in the delivery model
  - Rescheduled for Q4 2018/19\*

FHRS

- Robust case for Statutory scheme
  - Delivered

Development of Data & Digital service

- Design API for registration service
  - Delivered

Sustainable funding

- Options appraisal of funding models
  - Delivered

Change Management

- Production of change strategy for ROF programme
  - Delivered

Operating Model (field operations)

- Interim Operating model agreed
  - Delivered

Future proof contractual arrangements

- Review new DMOC PMF
  - Delivered

Q4 2018/19

PA NIS Phased “Go Live” Starts

- Delivered

Re-design of FSA webpages for new food businesses

- Delivered

On-going roll out of Beta registration service

- Delivered

Interim Operating model implementation plan

- Rescheduled for Q4 2018/19\*

Operating model options developed

- Delivered

Key

- Delivered to schedule
- Off track but no overall delay anticipated
- Off track

Performance and resources report – Q3 2018/19 | 10 DELIVERING OUR CORPORATE PRIORITIES

Q3 2018/19 (Oct - Dec)

- Data storytelling workshop
  - Rescheduled for Q4 2018/19\*
- Roadmap for data & digital services
  - Delivered
- Systematic review of Open Data delivery & completeness of IAR & datasets
  - Delivered
- Meat Work package – pork mass balance to identify surplus and shortage
  - Delivered
- Social media listening for allergens
  - Delivered
- Food risk triage and prioritisation for imported food
  - Delivered
- Transition: Initiate/Define/Plan
  - Delivered

Q4 2018/19

- Business guidance delivered
  - Rescheduled for Q4 2018/19\*
- Review L&D activity deployed in Q1
  - Delivered
- Predicting aflatoxin risk for unregulated countries
  - Delivered

\*Rescheduled for Q4 2018/19 DELIVERING OUR CORPORATE PRIORITIES

Q3 2018/19 (Oct - Dec)

People Strategy

- Roll out of 2018 People Survey

  - Delivered

- Deliver practical tools for embedding change

  - Delivered

- Review and evaluate new performance management & reward system

  - *Delivery underway*

- Launch of FSA recruitment success profiles

  - Delivered

Our Ways of Working

- Develop Phase 3 programme delivery plan

  - Delivered

- Review & close out of Phase 2

  - Delivered

Q4 2018/19

- Skills Capability Plan (Phase 2)

  - Delivered

- Develop FSA talent strategy

  - Rescheduled for Q4 2018/19\*

- Finalise programme benefit measures and baselines

  - Delivered MAKING THE FSA A GREAT PLACE TO WORK – ATTRITION AND RECRUITMENT

% Gross Attrition (Leavers) Annualised by Quarter

Target: To be below Civil Service Average calculated at 11%

Recruitment activity in Quarter 3

Headcount by Quarter Oct 2017 – Dec 2018

54 more staff at Q3 than Q2 2018/19 69 Recruitment Campaigns were run in Q3 encompassing 133 posts 111 Posts accepted in Q3, of which 62 relate to campaigns run in Q2 and 45 relate to Q3 campaigns 57 Of the posts accepted in Q3 were EU Exit roles

75 new Starters in Q3 MAKING THE FSA A GREAT PLACE TO WORK – SICKNESS

Rolling 12 Month total Annual Working Days Lost (AWDL) as submitted to Cabinet Office (Q3 reporting period Jan 2018-Dec 2018)

% of total absence taken which were short/long term in a rolling 12 month period as submitted to Cabinet Office (Q3 reporting period Jan 2018-Dec 2018)

% of Staff taking No absence on a rolling 12 month as submitted to Cabinet Office (Q3 reporting period Jan 2018-Dec 2018)

0.7% point reduction in AWDL to 4.9 continuing to bring FSA sickness down and remain below target.

4% point increase in AWDL long term sick leave between Q2 and Q3 (Reporting on a 12 month rolling period). MAKING THE FSA A GREAT PLACE TO WORK - 2018 CIVIL SERVICE PEOPLE SURVEY

Trends in Engagement

Civil Service Engagement Benchmark

High Performers Benchmark 66%

Out of 102 organisations in 2018

Civil Service Benchmark 2017 62%

Each bar represents an organisation. FSA is indicated by the dark blue bar. Lighter blue bars represent other organisations in the same size band (organisations with 1,000 to 2,499 employees)

2017 score was 60% 2018 score was 64%

Up 23 places in the Civil Service Engagement ranking since 2017 MAKING THE FSA A GREAT PLACE TO WORK - 2018 CIVIL SERVICE PEOPLE SURVEY

People Survey 2018 - Trends in the FSA (using the 2017 top drivers of engagements)

Engagement 4% increase from 2017

Engagement Index My work My manager Pay and benefits Leadership and managing change

64% Engagement 85% Response rate The 2018 people survey showed increases in all survey themes with eight out of nine reaching their highest ever score. The below shows the largest increases and largest decreases in % positive scores.

**11%** Increase in line managers who believe the FSA supports them to be good team leaders (78%)

**10%** Increase in those who believe there are opportunities to develop their career in the FSA (60%)

**9%** Increase in staff who would recommend the FSA as a great place to work (58%)

**3%** Decrease in those who think that where they work, effective action has been taken on the results of the last survey (45%)

**3%** Decrease in the number of people who said the FSA keeps them informed about matters that affect them (59%)

**2%** Decrease in the number of staff who feel they have the opportunity to contribute their views before decisions are made that affect them (45%) Almost two-thirds of civil servants who reported their age in March 2018 were aged over 40.

In 2018 the FSA became committed to being “Disability Confident Leader” by 2020. MAKING THE FSA A GREAT PLACE TO WORK - DIVERSITY AND INCLUSION

Employment % by Gender FSA from November 2018 compared to Civil Service Statistics UK 3rd August 2018

Source: Civil Service statistics, UK: 2018 (August 2018) full link in appendix and FSA

54.2% of FSA employees are Female excluding FSA Operations

79.1% of FSA Operational employees are male

81% of employees in the two most junior grades are male.

Last year in the FSA most grades had a gap in favour of men. In 2018 there has been a shift in most grades.

The gender balance for roles in London is 49% to 51% in favour of women whereas outside of London it is 71% to 29% in favour of men.

FSA Gender Pay Gap Report – March 2018

Median pay gap

-17.5%\*

Mean pay gap

-9.3%\*

Civil Service Gender Pay Gap Report - March 2018

Median pay gap

12.2%

Mean pay gap

8.6%

\*A negative number indicates that women on average earn more than men.

## Affordability – How the FSA is Performing Against HM Treasury Limits

| | 2018/19 Full Year Forecast £m | 2018/19 Limits £m | Fav/(Adv) Availability £m | Fav/(Adv) Variance % | RAG status | |----------------------|-------------------------------|------------------|---------------------------|----------------------|------------| | **Westminster** (inc EU Exit) | | | | | | | Net Administration Expenditure (exc dep’n) | 43.5 | 44.3 | 0.8 | 2% | | | Net Programme Expenditure (exc dep’n) | 38.3 | 42.4 | 4.1 | 10% | | | Resource Departmental Expenditure Limit (DEL) (exc dep’n) | 81.8 | 86.7 | 4.9 | 6% | | | Resource Annually Managed Expenditure (AME) | 3.3 | 9.6 | 6.3 | 66% | | | Capital (DEL) | 7.4 | 8.5 | 1.0 | 12% | | | **Wales** | | | | | | | RDEL – of which | 3.4 | 3.5 | 0.1 | 4% | | | CDEL Capital – IT / Accommodation | 0.0 | 0.0 | 0.0 | 0% | | | **Northern Ireland** | | | | | | | RDEL – of which | 8.3 | 8.5 | 0.2 | 2% | | | CDEL Capital – IT / Accommodation | 0.0 | 0.1 | 0.0 | 45% | |

## BREAKDOWN OF CORPORATE PRIORITIES AND KEY AREAS OF SPEND

| | £m September Full Year Forecast 2018/19 | £m December Full Year Forecast 2018/19 | £m Movement Fav / (Adv) | % Movement Fav / (Adv) | |--------------------------|----------------------------------------|----------------------------------------|-------------------------|------------------------| | EU Exit new funding | 13.3 | 13.3 | 0.0 | 0% | | EU Exit FSA | 3.5 | 3.5 | 0.0 | 0% | | ROF\* | 1.8 | 1.7 | 0.1 | 6% | | Surveillance | 0.0 | 0.0 | 0.0 | 0% | | OWOW | 0.2 | 0.2 | 0.0 | 0% | | Evolve IT | 0.8 | 0.9 | (0.1) | (11%) | | Science | 8.4 | 7.6 | 0.8 | (11%) | | Field ops (inc NI) | 21.3 | 24.0 | (2.7) | (14%) | | **Total Priorities Spend** | **49.3** | **51.2** | **(1.9)** | **(4%)** |

As at end of December (Qtr 3), the above spend on key areas represents approx. 49% of the total FSA spend (inc. Capex) forecast for 2018-19. This is a similar proportion of total spend as forecast at the end of Qtr2.

The forecast decrease in overall FSA spend for 2018-19, as at end of Qtr 3, is approx. 2% compared to Qtr 2 (from £108.4m to £106.7m).

- £2.6m of the £13.3m EU Exit funding figure relates to the ROF Programme. ALIGNING RESOURCES TO CORPORATE PRIORITIES 2015-19

Performance and resources report – Q3 2018/19 Slide 3 – More information on the National Inspection strategy can be found on the Food Standards Agency website at: www.food.gov.uk/primary-authority-national-inspection-strategy

Slide 6 - FBO compliance levels are not in direct control of the FSA, so the targets are ones that FSA can influence, but not control. FHRS is operated in partnership with local authorities who deliver the scheme locally, as an added value to their intervention programmes. Whilst LAs aim to address any food safety hazards and legal non-compliance during interventions, the relationship between FBO compliance levels and LA delivery / performance is complex. Various factors outside the remit of the LA may also influence levels of FBO compliance. FHRS based risk indicators already form part of the LA audit/ intervention selection criteria, and FHRS data is being incorporated into the Balanced Scorecard/LA Dashboard project to inform our work with under-performing LAs. The figures are for England, Wales and Northern Ireland combined. Individual country ratings differ. More information on FHRS can be found on the Food Standards Agency website at: http://ratings.food.gov.uk/

Slide 10 – RoF - Framework for system standards in the delivery model: Delays due to resources availability, secondment from our Wales office is now in place and therefore this will be delivered by end of March 2019. Interim Operating model implementation plan: Delays due to bringing in resources after creation of Operational Transformation Team was not approved, rescheduled for Q4.

Slide 11 – Data & Digital - Data storytelling workshop: Whilst the data science team have delivered a number of data stories, and worked within the team to develop a process for producing these, workshops to share the process of creating data stories more widely has been delayed to Q4. Business guidance delivered: Delays due to incorporating the new EU exit guidance for business. Delivery is on target to be delivered by the end of March 2019.

Slide 12 – People Strategy - Review and evaluate new performance management & reward system: The evaluation survey has been conducted, with a full review planned in Q1 and completed by September 2019.

Develop FSA talent strategy: Delays due to aligning with CS Talent Strategy and resources being redeployed to ensure EU exit recruitment was delivered. The Talent Strategy will be published by the end of Q4.

Slide 18 - More information on the Civil Service Diversity and Inclusion Dashboard can be found on the Governments website at: https://www.gov.uk/government/publications/civil-service-diversity-inclusion-dashboard/civil-service-diversity-and-inclusion-dashboard

Slide 19 - The median represents the middle point of a population. If you separately lined up all female employees and all male employees, the median pay gap is the difference between the hourly pay rate for the middle woman compared to that of the middle man.

Civil Service Labour Market statistics UK 2018 released 3 August 2018, more information on the statistics can be found on the Office For National Statistics website: https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/publicsectorpersonnel/bulletins/civilservicestatistics/2018

## Appendix – Reporting frequency for slides

| Content / Number of Slides per area | Q1 | Q2 | Q3 | Q4 | |------------------------------------------------------------------------|----|----|----|----| | Human Cases of Food Borne Disease 1 slide | | | | X | | Food Hygiene Rating Scheme 1 slide | X | X | X | X | | Meat FBO compliance 1 slide | X | X | X | X | | Animal welfare (visiting slides) 1 slide | | | | X | | People report following recommended food safety practices in their home| Bi-annual | | | | | Confidence that food is what it says it is 1 slide | Bi-annual | | | | | FSA Food Safety week (visiting slides) 1 slide | | | X | (2018/19) | | FSA Key Messages and Media Coverage (visiting slides) 1 slide | | | X | (2018/19) | | Incidents 1 slide | | | | X | | Recalls 1 slide | | | | X | | NI Business engagement with Calorie Wise and consumer awareness of Calories 1 slide | | | | X | | NI Consumer Demand for healthy Options | Bi-annual | | | |

## Appendix – Reporting frequency for slides

| Content / Number of Slides per area | Q1 | Q2 | Q3 | Q4 | |------------------------------------|----|----|----|----| | Public Trust and Awareness 1 slide | X | | X | | | Recognition and use of FHRS scheme 1 slide | | | X | | | People who believe and accept FSA messages 1 slide | X | | X | | | Health and Safety 1 slide | | | X | | | Diversity and Inclusion 2 slides | X | | X | | | Staff Attrition & Sickness 2 slides | X | X | X | X | | Civil Service People Survey 3 slides | | | Dependent on publication date | X | | Forward Look 1 slide | X | X | X | X | | Delivering our Corporate Priorities 4 slides | X | X | X | X | | Spend against HMT Treasury Limits 1 slide | X | X | X | X | | Key Areas of Spend 1 slide | X | X | X | X | | Investment in the 2015-2020 Strategic Plan 1 slide | X | X | X | X |

Q3 2017/18 had 19 slides, Q4 2017/18 had 18 slides, Q1 2018/19 had 21 slides, Q2 2018/19 had 19 slides and Q3 2018/19 has 25 slides encompassing the new Diversity & Inclusion slides and appendix.